Pelan Strategik UMP 2011-2015

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SKCl!tatWt1l Slfl I,tjmb C..l No: 040301

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Pemaknaan Hasrat Kerajaan

Realising Government Aspirations

Penjajaran melalui Transformasi & Migrasi

Positioning through Transformation & Migration

Garis Masa Pelan Strategik UMP

UMP Strategic Plan Milestones

Pelan Tindakan

Action Plan

s

Analisa Pencapaian Pelan Strategik 2008-2010

Strategic Plan 2008-2010 Achievement Analysis

D

Pemetaan UKRA

The Mapping of UKRA

Pelan Strategik UMP 2011-2015

UMP Strategic Plan 2011-2015

Pengistilahan Semula Visi, Misi dan Objektif UMP

Redefining LIMP Vision, Mission & Objective Statements

Bidang Keberhasilan Utama Universiti

University Key Result Areas

Penutup

Conclusion

Glosari

-,

*

Pemaknaan

Hasrat Kerajaan

Realising Government Aspirations

S

ebagai sebuah Institusi Pengajian

I

Awam (IPTA)

Clan Badan Berkanun Persekutuan, UYVersiti Malaysia

Pahang (UMP) memikul kewajipan untuk memaknakan

hasrat kerajaan dengan cekap dan berkesan melalui

perkhidmatan cemerlang kepada para pelanggan dan

pemegang taruhnya.

Pemaknaan tersebut memerlukan strategi yang bijaksana dan

perencanaan yang sempurna untuk dilaksanakan oleh kepimpinan

yang berwibawa. Pada tahap ini, Universiti ini perlu memelihara

kemandiriannya bersandarkan asas yang telah diletakkan sejak

sembilan tahun yang lepas.

Pelan Strategik UMP 2011-2015 merupakan langkah berani UMP

bagi mendepani massa untuk mengukuhkan kedudukannya sebagai

sebuah IPTA dan terus relevan dalam arus perdana.

Transformasi nasional yang diterajui pucuk pimpinan negara pada

hari ml rnelalui Program Transformasi Kerajaan (GTP), Model Baru

Ekonomi, Program Transformasi Ekonomi dan Transformasi Politik

perlu ditekuni dengan penuh kesedaran bagi memastikan agenda

pelaksanaan Pelan Strategik UMP 2011-2015 berada pada landasan

yang sebenar.

Justeru, warga UMP di setiap lapangan dan peringkat perlu

rnemainkan peranan yang berkesan bagi mengupayakan pelaksanaan

Pelan Strategik LIMP 2011-2015 dengan penuh tanggungjawab untuk

menjadikan LIMP

Universiti Teknologi P11/han Utama.

Salam hormat.

DATO' MOHD HILMEY MOHD. TAIB

Pengerusi Lembaga Pengarah

Chairman, Board of Directors

PeIa4k UMP 2011-2015

In line with the Malaysian Government aspirations, UMP; as a Public Institution of Higher Learning (IHL) and a Federal Statutory Body, is responsible for providing excellent services to its customers and stakeholders.

This endeavour requires wise strategies and perfect planning to be carried out by competent leadership. At this juncture, LIMP has to continuously safeguard the sanctity of the foundations laid down at its inception nine years ago.

Thus, LIMP Strategic Plan 2011-2015 is the manifestation of the university's forward thinking to strengthen its position to remain relevant in the mainstream as an IHL of high standing and repute both locally and internationally.

Hence, LIMP Strategic Plan 2011-2015 must be perfectly aligned with the transformation initiatives introduced by the nation's leadership through the Government Transformation Programme (GTP), New Economic Model, Economic Transformation Programme (ETP) and Political Transformation.

As such, the LIMP community at all levels should play an active role in implementing LIMP Strategic Plan 2011-2015 as a move towards realizing our dream of making the university the First Choice Technological University.

'1F 2011-2015 -

"Pelan Strategik UMP 2011-2015

merupakan Ian gkah berani UMP

bagi mendepani massa untuk

men gukuhkan kedudukannya seba gal

sebuah IPTA dan terus rele van dalam

arus perdana."

"UMP Strategic Plan 2011-2015 is

an audacious move to position it as

a reputable Public Higher Education

Institution of choice and to remain relevant

in the mainstream."

\

Penjajaran

Melalui

Transformasi &

Migrasi

Positioning Through Transformation &

Migration

p

Petan Strategik UMP 2011-2015 mengangkat tema

LIMP, Universiti Teknologi Pilihan Utama

sebagai

kesinambungan kepada Pelan Strategik terdahulu.

Pelan Strategik UMP 2011-2015 direncana dan diukir

dengan mengambil kira pencapaian semasa Universiti

mi, semakan semuta terhadap Pelan Strategik Pengajian Tinggi

Negara (PSPTN), Gagasan iMalaysia, Program Transformasi

Kerajaan (GTP), Bidang Keberhasilan Utama Negara (NKRA)

dan Bidang Keberhasilan Utama Kementerian Pengajian Tinggi

(MKRA).

Melewati usia kesembilan pengasasannya pada 16 Februari

2011 ini, UMP telah melalui fasa-fasa penting dalam evolusi dan

perkembangannya untuk menempatkannya sebagai sebuah

Institusi Pengajian Tinggi Awam (IPTA) yang bermartabat dan

disegani. Keupayaan untuk merencana secara strategik dan

realistik, bertindak atas keutamaan serta hemah pengurusan dan

pentadbiran yang dipaksikan kepada nilai integriti, akauntabiliti

dan ketelusan akan membolehkan Universiti mi dibangunkan

dengan mapan.

Justeru, cabaran yang didepani kini adalah penterjemahan Pelan

Strategik UMP 2011-2015 kepada inisiatif pelaksanaan dalam

kerangka strategiknya. Cabaran mi menuntut penggemblengan

minda dan tenaga warga UMP untuk bertindak atas jajaran yang

sama bagi menjana hasil yang cemerlang. Sehubungan itu, warga

UMP perlu menyedari bahawa ke arah menjadikan UMP sebagal

Universiti Teknologi Pilihan Utama, kita memerlukan transformasi

pendekatan, migrasi sikap dan penjajaran strategik.

Meneliti isi kandungan Pelan Strategik UMP 2011-2015 dan

menekuni Bidang-bidang Keberhasilan Utama Universiti (UKRA)

yang telah dilakar, tiada seorang pun dad kalangan warga UMP

yang akan terkecuali dari agenda pengisiannya. Universiti kita,

tanggungjawab kita.

PROFESOR DATO' DR. DAING NASIR IBRAHIM

Nab Canselor

Vice Chancellor

LIMP Strategic Plan 2011-2015, with the theme "First Choice Technological University", is essentially a continuation of earlier strategic plans. It has been formulated based on current trends in the higher education sector, as well as reviews of the National Higher Education Strategic Plan (PSPTN), iMalaysia concept, Government Transformation Programme (GTP), National Key Result Areas (NKRA) and the Ministry Key Result Areas (MKRA).

16 February 2011 marked the ninth year of UMP's establishment. It also marked UMP's journey through various milestones in its evolution and development to position itself as an outstanding Public Institution of Higher Learning (IHL). The sustainability of UMP greatly depends on the ability of its leadership to plan strategically and realistically with priorities-based initiatives as well as good governance priorities-based on integrity, accountability and transparency.

The present challenge is to translate UMP Strategic Plan 2011-2015 into appropriate initiatives within the framework of implementation. It necessitates the LIMP community to join forces physically and mentally to produce the desired outstanding results. To succeed in making LIMP the First Choice Technological University, UMP community must first be prepared to transform its approach and methodology as well as migrate its attitudes and behaviours in order to position itself strategically.

UMP Strategic Plan 2011-2015 requires every individual in UMP to play a role in the implementation of the University Key Result Areas (UKRAs) which have been identified. Our university, our responsibility.

dan tenaga warga LIMPu'nuk

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jajaran yang sama bagi

menjancl

hasil yang

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cemerlang. Sehubungan itu, warga UMP per/u

menyedari bahawa ke arah menjadikan UMP

sebagai 'Universiti Teknologi Pilihan Utama,'

all

kita memerlukan transformasi pendekatan,

migrasi sikap dan penjajaran strategik"

"To achieve this, UMP's community must mobilise their mind

and workforce in synergy towards a single direction to generate

excellent result.

The endeavour demands a radical approach and the right

attitude, driven by a true spirit of transformation and migration

towards

positioning UMP as the 'First Choice

Technological

University

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PELAN TINDAKAN

Action Plan

Tiga langkah proaktif untuk mereatisasikan Pelan Strategik UMP 2011-2015:

Three proactive steps to realise UMP Strategic Plan 2011-2015 are:

'Strategic Target Funnel'

Ii

Memurnikan sasaran strategik UMP Refining and prioritising LIMP end state

mengikut keutaamaan melalui targets through

a. Panel-panel pakar dalam

mengukur keupayaan UMP bagi rnencapai sasaran strategik berdasarkan keutamaan dan perianda aras.

b. Pemegang taruh UMP yang

mempunyai hak dalam menentukan sasaran yang bersesuaian dengan aspirasi dan keperluan pasaran.

c. Kekuatan UMP iaitu

mengutamakan n/c dan bidang fokus yang selari dengan dasar penubuhan UMP

a. Panels of experts who assess the capability of the university in achieving its strategic goals based on priority and accepted benchmark. b. UMP stakeholders who have the

say in determining the university's targets according to their aspirations and market trends.

c. UMP strengths based on its niches and focus areas which are in line with the principal objectives underlying the establishment of UMP

Mengukur kemampuan pelaksanaan bagi merangka perancangan dan tindakan strategik dalam aspek

a. Pengurusan bakat yang optimum.

b. Pembudayaan organisasi yang berprestasi tinggi. c. Tempoh perlaksanaan ker a

yang realistik.

d. Pengupayaan Stat dengan

meniberikan kebebasan urit bertindak dengan pantas ca cekap.

Perancangan Pelan Tindakan mi digerakkan daripada aktiviti sumbangsaran di tiga peringkat utama iaitu Sidang Kemuncak di Cheringin (1-3 Oktober 2010), Shah Alam (3-5 November 2010) serta siri-siri bengkel yang dihadiri oleh Lembaga Pengarah Universiti (LPU), Ahi Pengurusan Universiti dan wakil-wakil PTJ. Kesinambungan danipada pelan tindakan mi digerakkan dengan pelantikan seorang pemimpin

(Champion) untuk setiap UKRA yang akan dijayakan bersama oleh semua warga UMP.

This action plan is the result of brainstorming activities on three main occasions which were the Cheringin Summit (1-3 October2010), Shah A/am (3-5 November 2010) and a series of workshops attended by the University Board of Directors, University Management and representatives from various departments. The Outcome of this action plan is the appointment of Champions, who will lead the effort to develop each UKRA with all UMP community.

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Aug Sc Ni,

Untuk mencapai penarafan Detailing the objectives, timelines

cemerlang yang memenuhi agenda and comprehensive plans to achieve

NKRA dan MKRA, strategi UKRA excellent ratings based on the NKRA

menetapkan hala tuju, garis masa and MKRA through:

dan pelan tindakan yang

komprehensif melalui a. Short Term Quick Win

a. Pencapaian Cemerlang dalam Tempoh Minima.

b. Pencapaian berimpak tinggi

melalui tindakan strategik yang wajar

c. Pendekatan SPITRA

(Strategi-Perancangan- Pelaksanaan-Pengunjuran-Prestasi-Analisa)

Measuring the execution capability in formulating strategic plans and actions in the aspects of a. Optimal talent management. b. High performance

organisational culture. c. Realistic time frame. d. Staff Empowerment with the

freedom to act promptly and precisely.

b. High Impact Achievement through strategic bold moves c. SPITRA (Strategy-

Plan-Implementation- Tracking - Result - Analysis)

All

The Measurement and Implementation of UKRA The UKRA approach is a measurement of output;

an

unlike CSF which basically focused on activities It

format covers the !-P-O format which is in line with

KRA.

the aspirations of MKRA and NKRA

I

Enam inisiatif

NKRA

dikiasifikasikan

kepada tiga MKRA

Six NKRAs are classified

into three MKRAs.

A

MKRA

PSPTN (CAP)

Kualiti

Pengajian

Tinggi

Enhancement of Quality

for Higher Education

Akademia

Academia

Sumbangan

Ekonomi &

Kepimpinan

Kewangan

Leadership

Economic & Financial

Contribution

Pengantarabangsaan

Internationalization

Industri

&

Akademia

Industry & Academia

uviupii,eit

E-Pembelajaran

E-Learning

Pembelajaran Sepanjang Hayat

Lifelong Learning

Empat UKRA adalah

kesinambungan

Setiap UKRA boleh

UMP menjalankan

kepada agenda NKRA

diukur melalui KPI

aktivitinya mengikut

dan MKRA, serta

yang tertentu.

sepuluh CSF.

gabungan inisiatif

__

PSP fl,

MY,

Q

Each UKRA can be

UMP acts in accordance with

S

-

measured by specific KPIs.

the ten CSFs.

UMP (CSF)

UKRA

2

KPI

-

Kualiti

Akademik

Pembangunan Modal insan

_Enhancement

Human Capital Development _{Academic Quality}

Governan

Graduan Berketerampilan

Governance Proficient Graduates

Kelestarian

Penjaminan Kualiti

Kewangan

Kelestarian Operasi

Quality Assurance _{Financial Sustainability} Operational Susfainability

Pengantarabangsaan

Internationalization

Penyelidikan, Pembangunan &

Pengkomersialan

Research, Development &

Commercialization

Sosioekonomi ,

Socio-Economic

Mekanisma Pembiayaan

Development Financing Mechanism

Penjenamaan

untuk

Penjajaran

-..-..-',

Pembelajaran Sepanjang Hayat

Lifelong Learning

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STRATEG I K U M P

2011-2015

4

UMP Strategic Plan 2011-2015

BIDANG KEBERHASILAN UTAMA UNIVERSITI

Key Result Areas (KRA)

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Objektif:

Objectives

r---m Melahirkan graduan yang berketerampilan melalui program

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kejuruteraan dan teknologi yang kompetitif.

To produce outstanding graduates by providing competitive engineering and

technological programmes.

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I Menerajui inisiatif terkini dalam bidang penyelidikan yang

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berkaitan dengan industri.

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To spearhead cutting edge industry-relevant research initiatives.

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Menjadi peneraju dalam menyediakan perkhidmatan kepada

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industri dan masyarakat berdasarkan nic dan bidang

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kepakaran.

To be a leading service provider to industries and community based on our niche

and areas of expertise.

Diiktiraf sebagai sebuah institusi yang mengamalkan

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pengurusan dan budaya kerja cemerlang.

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To be recognized as an institution for its excellent management and work culture.

Dalam usaha merealisasikan misi kami, empat objektif khusus telah

dtrangka bagi mencapai aspirasi UMP - menjadi Universiti Teknologi

bertaraf Dunia

To achieve UMP aspiration to be a 'World Class Technological University', four objective

statements have been formulated:

• Dalam usaha memberikan pendidikan yang berkualiti, objektif pertama

disasarkan untuk menghasilkan graduan yang cemerlang melalui

program-program akademi k yang ko mpetitif dalam bidang keju ruteraan

dan teknologi.

The first objective addresses the need to produce quality education and high quality

graduates through competitive engineering and technological programmes.

• Objektif universiti yang kedua digubal bagi mendorong UMP untuk

menjadi peneraju dalam bidang penyelidikan dan inisiatif yang

berasaskan industri yang terkini melalui kerjasama yang erat.

The second is aimed at putting UMP at the pinnacle of research and industrial

partnerships.

• Objektif ketiga berhasrat memberikan perkhidmatan yang unggul dan

berkualiti. la mensasarkan agar UMP gah dan dikenali di kalangan

rakan industri dan masyarakat setempat dalam memberikan

perkhidmatan yang bermutu dalam bidang nic dan kepakaran UMP.

The third is aimed at putting UMP on the map as a quality and excellent service provider

especially in UMP niches and areas of expertise.

• Objektif keempat iaitu memperkasakan governan dan budaya kerja

• berprestasi tinggi menjadi asas kepada Universiti Teknologikal Bertaraf

Dunia. UMP bakal signifikan dan sinonim sebagai institusi rujukan yang

membudayakan pengurusan serta sistem kerja yang cekap dan

cemerlang.

The fourth is aimed at establishing UMP as a benchmark by strengthening governance

and high performance work culture which also serves as the foundation of a World Class

Technological University.

KRA 1:

PENINGKATAN

KLJALITI AKADEMIK

ENHANCEMENT OF ACADEMIC QUALITY

Ditakrifkan sebagai:

Is defined as:

"Pemerkasaan program akademik, prasarana,

pengambilan pelajar yang berkualiti dan warga

kerja yang kompeten melayakkan UMP untuk

diiktiraf sebagai sebuah Universiti Teknologi

bertaraf Dunia."

"Every effort that is made by the university to be recognized as a World Class Technological University by strengthening academic programmes offered, providing conducive facilities, and improving the standard of students admission criteria as well as staff selection criteria."

Ditakrifkan sebagal:

Is defined as:

"Calon-calon tempatan dan

antarabangsa yang mempunyai

kelayakan tinggi dan cukup

bersedia untuk meneruskan

pengajian peringkat sarjana

muda di universitj.

Calon-calon mempunyai kemahiran

berbahasa yang tinggi bagi

tujuan pengajian mereka."

ocal and international applicants

/i?O are selected based on their high qualifications and adequate Preparation to pursue their studies at undergraduate level. They are required to have strong language competency for the purpose of their study"

Petunjuk:

Indicators

• Pencapaian Purata Nilai

Gred KumuJatif (PNGK)

Calon

Candidate's Cumulative Grade Point Average (CGPA)

• Tahap Kemahiran Berbahasa

Inggeris (MUET, TOEFL,

IELTS dli.)

Language competency level (MUET TOEFL, fELTS etc.)

Sasaran 2015:

Target by 2015

• 70% daripada pengambilan

pelajar mencapai PNGK 3.0

70% of student intake achieves a CGPA of 3.0

• 70% daripada pelajar mahir

berbahasa inggeris dengan

pencapaian MUET Band 3/

TOEFL 550/IELTS 5.5 dan ke

atas

70% of students achieve English competency of MUET Band 31TOEFL 55011ELTS 5.5 and above

Ditakrifkan sebagal:

Is defined as:

"Setiap kakitangan (akademik,

bukan akademik dan teknikal)

cekap dan berkesan dalam

melaksanakan tugas yang

diamanahkan."

"Every staff member (academic, non academic and technical) who is able to execute his/ her assigned tasks effectively and efficiently"

Petunjuk:

Indicators

• Peratusan pemegang PhD

Percentage of PhD holders

• Pengalaman di industri/

kelayakan profesional untuk

staf akademik

Years of industrial experience/ Professional qualification for academics

• Tahap kelayakan dan

pengalaman bekerja di

industri atau yang setaraf

bagi staf bukan akademik

Levels of qualifications and years of relevant working/industrial

experience for non-academics

• Tahap kelayakan dan

pengalaman bekerja di

industri atau yang setaraf

bagi staf teknikal.

Levels of qualifications and years of relevant working/industrial

experience for technical staff

Sasaran 2015:

Target by 2015

• 50% kakitangan akademik

berkelayakan PhD

50% of academic staff is PhD holders

• 30% kakitangan akademik

mempunyai lima tahun

pengalaman di industri/

kelayakan profesional.

30% of academic staff possess five years of industrial exposurel professional qualification

Ditakrifkan sebagai:

Is defined as:

Graduan UMP yang mencapai

HasH Program (P0) dan

Objektif Pembelajaran Program

(PEO) seperti mana yang

dibangunkan oieh pihak

universiti."

University 's Programme Outcomes (P0) and Programme Educational Objectives (PEG).

Petunjuk:

Indicators

• Pencapaian HasH

Program (P0) oleh graduan

Programme Outcomes (P0) achieved by graduates

• Pencapaian Objektif

Pembeiajaran Program

(PEO) Jima tahun selepas

bergraduat

Programme Educational Objective (PEO) achieved by graduates five years upon graduation

• Peratusan graduan yang

mendapat pekerjaan dalam

tempoh enam bulan selepas

bergraduat

Percentage of employed graduates within six months of graduation

Sasaran 2015:

Target by 2015

• 80% graduan yang mendapat

pekerjaan.

80% employability rate

• Unit Khas Perniagaan

Special Business Unit

• Unit Khas Pengkomersial

Special Commercial Unit

• 15% penjanaan pendapatan

UMP adalah melalui aktiviti

operasi, geran, dan

penajaan

15% of UMP income generation is generated through operational activities, grants and sponsorships

KRA 2m

KELESTARIAN

KEWANGAN

FINANCIAL SUS TA/NAB/LIlY

Ditakrifkan sebagal:

Petunjuk:

Sasaran 2015:

Is defined as: Indicators Target by 2015

"Kemampuan organisasi

menguruskan aktiviti

pembangunan dan masalah

kewangan yang tidak dijangka

tanpa perlu melakukan

pengubahsuaian yang

drastik dalam pengurusan

perbelanjaan dan penjanaan

pendapatan."

"The ability of an organisation to manage the likely development and unexpected financial shocks in future periods without having at some stage to introduce substantial expenditure or revenue adjustments."

Ditakrifkan sebagai:

Is defined as:

"Sumbangan UMP kepada pembangunan sosloekonomi

negara ialah dengan melahirkan individu dan profesional

yang berketerampIan yang menepati kehendak pasaran

dan guna tenaga negara dengan penyediaan prasarana

yang kondusif serta capaian perkongsian ilmu dan

peluang pembelajaran kepada masyarakat umum."

"UMP's contribution to the country's social and economic development through producing proficient individuals and professionals that meet and exceed the requirements of the job market, and harnessing the country's resources by providing conducive infrastructure and educational opportunities to the community at large."

KRA

30

N

PEMBANGUNAN

SOSIO-EKONOMI

SOCIO-ECONOMIC DEVELOPMENT

Ditakrifkan sebagai:

Is defined as:

Staf dan pelajar UMP

mempunyai pengiktirafan

profesional tambahan yang

diiktiraf melalui perkhidmatan

dengan masyarakat dan

industri yang berkaitan dengan

program dan bidang kepakaran

mereka.

LIMP staff and students who have acquired additional professional recognition and acknowledgment through engagement with industries and community that is related to their programmes and expertise.

Petunjuk:

Indicators

• Jumlah pekerja profesional

/Perakuan kecekapan per

pelajar

Total number of professionals/ Certifications of Competency per student

• Tahap kompetensi

Kemahiran Insaniah

Level of Soft Skills competency

• Jumlah program

kemasyarakatan per pelajar

Total number of community programmes per student

Sasaran 2015:

Target by 2015

1 sijil/pengiktirafan bekerja

dengan industri/khidmat

masyarakat per pelajar

I certification/recognition for service to the with the industry/community per student

Ditakrifkan sebagai:

Is defined as:

• Syarikat

Spin-off melalui

aktiviti pengkomersialan

produk UMP

Spin-off Company through UMP's product commercialisation

• Program-program

keusahawanan

Entrepreneurship programmes

• Mahasiswa (UMP/CENFED)

dan inisiatif program inkubator

untuk KS!PKS

Students (UMP/CENFED) and SMEs/ SM/s incubation programme initiatives

• Program pengkomersialan

dalaman - pelaburan modal!

spin-off!

Pendaftaran Harta

Intelek

Internal commercialisation

programme - venture capital/spin-offl registration of IP

Petunjuk:

Indicators

• Jumlah pelajar/kakitangan

mengambil bahagian

dalam program-program

keusahawanan

Number of students/staff participating in entrepreneurship programmes

• Jumlah IKS/PKS dalam

program-program inkubasi.

Total number of SMIs!SMEs in the incubation programmes

Sasaran 2015:

Target by 2015

• 3% daripada graduan

menjadi usahawan

3% of graduates become entrepreneurs

• 10 staf/pelajar/IKS!

PKS menyertai

program-program inkubator

10 staff/students/SMIs/SMEs incubatees are involved in incubation

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PENJENAMAAN UNTUK

PENJAJARAN STRATEGIK

BRANDING FOR STRATEGIC POSITIONING

Ditakrifkan sebagai:

Is defined as:

"Mewujudkan imej UMP yang

cemerlang serta memperoleh

kepercayaaan yang tinggi dalam

kalangan masyarakat tentang

kelebihan dayasaing UMP"

"To create an outstanding image of LIMP and strong convictions among public of LIMP competitive advantage"

Ditakrifkan sebagai:

Petunjuk:

Sasaran 2015:

Is defined as: _{Indicators Target by 2015}

"Kepuasan staf terhadap

Indeks kepuasan Staf

Tahap kepuasan staf pada

penawaran yang disediakan

Staff satisfaction index

tahap 95%

oleh UMP yang memenuhi atau

Level of staff satisfaction at 95%

melangkaui jangkaan mereka"

"Staff satisfaction towards LIMP offerings which meet or exceed their expectations"

Nota:

Notes:

Komitmeri dan kesetiaan staf UMP dapat diperkasakan melalui tinjauan tahap kepuasan mereka terhadap organisasi

dan penawarannya. Kepuasan dari perspektif ini merujuk kepada makium balas staf serta tahap kepuasan hati mereka

terhadap organisasi. Ianya ditihat dari segi keseronokan bekerja dan pencapaian yang berkaitan dengannya. Faktor

persekitaran, hubungan dengan rakan sekerja, pengupayaan staf serta tahap penglibatan dalam menjayakan tugasan

juga diambilkira dalam pengukuran tersebut. Kepuasan bekerja merijadi elemen yang penting dalam mewujudkan

keseimbangan dan kesejahteraan staf.

In winning the hearts of UMP staff and engendering their commitment and loyalty, an approach should be in place to gauge their satisfaction with LIMP and its offerings. Satisfaction in this sense refers to the high satisfaction level towards the organization due to their sense of accomplishment and pleasure derived from the work itself, work environment, work relationships, empowerment and engagement. When job satisfaction is attained, it provides stability and serenity in one's life.

Melalui kaedah kajian tinjauan kepuasan staf, UMP dapat mengetahul gambaran sebenar persekitaran kerja dan kualiti

penawaran perkhidmatan yang berkaitan. Justeru, profil kepuasan staf dapat dijana yang kemudiannya menghasilkan

indeks kepuasan staf UMP. Indeks

mi

menjadi input kepada pengurusan UMP untuk merangka program pemasaran dan

inisiatif dalaman. Selain danipada maklum balas tersebut, komponen pengurusan sumber manusia juga akan diambilkira

dalam tinjauan

mi.

In this process, staff satisfaction survey is a means to solicit staff's view about the nature of their work environment and the quality of service. Thus, a staff satisfaction profile can be established and eventually their satisfaction index can be determined. This satisfaction survey and its index can be an input for LIMP management to initiate an internal marketing program. Apart from staff satisfaction feedback, other components of human resource management can be included in the survey.

Ditakrifkan sebagai:

Is defined as:

Nilai tambah yang diperolehi

UMP sebagal satu jenama

yang cemerlang membentuk

kesan positif terhadap minda,

perkataan dan tindakan

masyarakat

Added value accomplished by UMP as an established brand in the thoughts, words and actions of the public in creating a feel good impact

Sasaran 2015:

Target by 2015

• UMP mendapat perhatian

umum dan pengiktirafan

jenama yang tinggi

UMP gains a high level of public awareness and brand recognition

• Pen ilaian positif terhadap

usaha dan pencapaian UMP

Positive evaluations of UMP efforts and achievements

• UMP menjadi pilihan utama

pelajar cemerlang dalam

bidang kejuruteraan dan

teknologi

UMP is the first choice for top notch students in engineering and technology

• UMP mendapat penajaan dan

suntikan kewangan darpada

pelanggan dan pemegang

taruh

UMP is able to secure financial support from customers and stakeholders

• UMP mendapat keutamaan

dalam penajaan penyelidikan

dan perundingan

UMP receives priority in funded research and consultancv

• Pengiktirafan jenama

Brand recognition

• Kredibiliti jenama

Brand credibility

• Pilihan jenama

Brand choice

Pengiktirafan jenama UMP yang berdaya saing merujuk kepada keupayaan masyarakat untuk mengenal pasti UMP

berbanding dengan universiti daripada kategori yang sama seperti UTM, UniMAP, UTHM dan UTeM. Kredibiliti jenama

amat berkait rapat dengan keupayaan serta keberkesanan aktiviti promosi UMP Pengukur kepada kejayaan hasrat UMP

untuk menjadi universiti pitihan utama akan tercapai apabila para pelajar menjadikan UMP sebagai universiti pilihan

utama berbanding dengan universiti lain.

UMP brand recognition refers to the public's ability to differentiate UMP from other universities in the same category (e.g., UTM, UNIMAF UTHM and UTEM) in the competitive market. Brand credibility relates to UMP's reliability as well as the effectiveness of promotional activities. Brand choice is a measure of UMP's standing among prospective students as a strong and favourable choice compared to other universities.

Menjadi universiti pilihan amat penting kerana ianya menjadi faktor penentu kepada set cetusan pilihan universiti oleh

pelajar. Seperti yang digambarkan di dalam jadual di bawah, set cetusan merujuk kepada set universiti alternatif yang

bakal dipertirnbangkan oleh pelajar semasa membuat keputusan bagi memilih universiti yang mereka kehendaki.

Ringkasnya, mereka akan menyenarai pendekkan beberapa universiti pilihan yang akhirnya akan dimuktamadkan

kepada hanya sebuah universiti iaitu UMP

The favourable choice of study is important because it determines the evoked set- that is the set of alternatives (universities) the students consider at the relevant stage of decision making - other evoked set might not be considered in their choice process. As prospective students gather more information about the universities, a few universities remain a strong choice and they constitute their choice set while the others are relegated to a non-choice set. Theoretically this succession of universities is illustrated in the table below.

Set Turutan Keputusan oleh Pelajar

Successive Sets in Students' Decision Making

Set

AR

Keseluruhan

Total set

UM

Set Perhatan

UKM Awareness set

Set Pertimbangan

Consideration set

Set Pilihan

USM _{UM Choice set}

UTM US M UM

UMP _UTM USM UTM

UTEM _UMP UTM UMP

UnMAF _UTEM UMP U1TM UMS Universiti-universiti lain Other universities

Keputusan

Decision

UMP

KPI penjenamaan mi amat signifikan dalam memperkasakan usaha pengurusan U MP bagi mengenal pasti kelemahan

dan kekuatan jenama UMP di mata umum. Soal selidik tahunan yang dijalankan secara berkala adalah untuk

memperoleh makiumat yang diperlukan daripada pemegang taruh utama sekaligus mencapai KPI berkenaan.

With this brand KPI in mind, UMP needs to conduct a preliminary survey to explore the inclination and view of the public towards UMP This measure will assist UMP management to identify the weak and strong image position of UMP when it comes to branding. To achieve this KPI, consumer survey should be conducted periodically, perhaps annually, to elicit necessary information from the major stakeholders.

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PENUTUP

CONCLUSION

Pelan Strategik UMP 2011-2015 adalah satu manifestasi komitmen semua pihak berkepentingan di UMP

bagi merealisasikan hasrat untuk menjadikan UMP sebuah Universiti Teknologi Pilihan Utama bagi fasa

2011-2015. lanya menerangkan secara jelas percaturan strategi yang dilakarkan secara bersama di

peringkat pihak Lembaga Pengarah Universiti sehinggalah ke peringkat Pengurusan di setiap PTJ. Semakan

semula terhadap kenyataan Visi, Misi dan Objektif mampu menyuntik nafas baharu bagi mendepani

masa di persekitaran yang dinarnik. Pembentukan empat Bidang Keberhasilan Utama (KRA) yang baharu

berteraskan enam Petunjuk Prestasi Utama (KPI) adalah cukup realistik dengan mengambil kira keperluan

semasa UMP, Pelan Strategik Pengajian Tinggi Negara (PSPTN) dan inisiatif semasa dalam arus perdana

negara. Ianya adalah dokumen rujukan utama dan perlu didukung oleh setiap warga UMP dalam merangka

semua aktiviti semasa di jabatan agar segala hasilnya kelak mampu untuk menyokong kejayaan setiap

KPI yang telah digariskan.Semoga aspirasi dan komitmen seluruh warga UMP yang dirangkumkan dalam

dokumen mi mampu mengangkat martabat UMP di dalam negara dan di persada dunia.

UMP's Strategic Plan 2011-2015 is a manifestation UMP stakeholders' commitment towards the university in upholding the aspiration to be the 'First Choice Technological University' for the next phase of 2011-2015. It clearly explains the strategies drawn together by the Board of Directors down to the management level at each department. This exchange of ideas has inspired a new-tangled restatement of UMP vision, mission and objective statements that may well inject fresh perspectives in confronting the dynamic milieu. The formation of UMP four new Key ResultAreas (KRA) based on the six Key Performance Indicators (KPI) are realistic in nature by taking into account the current needs of the university, the National Higher Education Strategic Plan (PSPTN) and existing initiatives in the national mainstream. It is a key reference document for decision-making and should be espoused by every UMP associate in planning and executing activities at department levels. May the aspirations and commitment dictate in this document is able to elevate UMP in the national and world arena.

PENGHARGAAN

ACKNOWLEDGEMENT

Pelan Strategik Universiti Malaysia Pahang (UMP) 2011-2015 ini adalah hasil usaha seluruh warga kerja

LIMP daripada pelbagai peringkat dan Pusat Tanggungjawab yang telah menyumbangkan masa dan tenaga

untuk merealisasikan penghasilan dokumen ini.

Penghargaan khas ditujukan kepada Lembaga Pengarah Universiti dan pihak pengurusan UMP di atas

sumbangan masa dan tenaga serta pandangan-pandangan yang berguna semasa proses pembentukan

Pelan Strategik UMP 2011-2015 dan seterusnya membantu dalam melicinkan penyediaan dokumen ini.

Penghargaan juga ditujukan kepada semua pihak yang terlibat dalam menyumbangkan idea, kerjasama dan

tenaga secara langsung atau tidak langsung bagi memastikan penerbitan Pelan Strategik UMP 2011-2015

mi disiapkan dengan sempurna.

'UMP, Universiti Teknologi Pilihan Utama'

Universiti Malaysia Pahang (UMP) Strategic Plan 2011-2015 is the result of endless efforts of LIMP associates at various levels and departments who have contributed their time and energy in making sure the production of this document.

Undivided indebtedness is addressed to the Board of Directors and the Management of LIMP for the contribution of time, energy and fruitful insights during the process of crafting the LIMP Strategic Plan 2011-2015 as well as in facilitating the refining its contents. Abundance of appreciation also goes to all those involved in any manner of contribution. It is a joint effort whether directly or indirectly to ensure the publication of the Universiti Malaysia Pahang Strategic Plan 2011-2015 comprehensive and a successful one.

'UMP First Choice Technological University'

Pelan Str

GLOSARI

GLOSSARY

KPT

- Kementerian Perigajian Tinggi

MOHE

- Ministry of Higher Education

PSPTN

- Pelan Strategik Pengajian Tinggi Negara

The National Higher Education Strategic Plan

SETARA

- Sistem Penarafan Institusi Pengajian Tinggi Malaysia

Rating System for Higher Education Institutions in Malaysia

MyMOHES

- Sistem Makiumat KPT Berkaitan IPTA

Ministry of Higher Education for Data Collection

MyRA

- Sistem Penilaian Universiti Penyelidikan

Malaysia Research Assessment Instrument

IPTA

- Institusi Pengajian Tinggi Awam

Public Institution of Higher Learning

PMO

- Pejabat Pengurusan Program

Programme Management Office

KPI

- Petunjuk Prestasi Utama

Key Performance Indicator

CAP

- Projek Agenda Kritikal

Critical Agenda Project

NKRA

- Bidang Keberhasilan Utama Negara

National Key Result Areas

MKRA

- Bidang Keberhasilan Utama Kementerian Pengajian Tinggi

Ministry Key Result Areas

UKRA

- Bidang Keberhasilan Utama Universiti

University Key Result Areas

PEO

- Objektif Program Pendidikan

Programme Educational Objectives

P0

- Pencapaian Hasil Program

Programme Outcome

PNGK

- Purata Nilai Gred Kumulatif

CGPA

-

Cumulative Grade Point Average

M UET

-

Malaysian University English Test

TOEFL

-

Test Of English as a Foreign Language

IELTS

-

International English Language Testing System

IKS

- Industri

Kecil

dan Sederhana

SMI

-

Small and Medium Industries

PKS

- Perusahaan Kecil dan Sederhana

SME

-

Small and Medium Enterprise

P

- Harla Intelek

-

NOW,

-Bengkel Pelan Strategik

qr di

Cherengin Hill

Janda Balk, Pahang

3Oktober 2010